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Business Week
"May well be the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence"
Review
"May well be the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence." Business Week "Reengineering is new, and it has to be done." Peter F. Drucker"
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First Sentence
Not a company exists whose management doesn't say, at least for public consumption, that it wants an organization flexible enough to adjust quickly to changing market conditions, lean enough to beat any competitor's price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Not a company exists whose management doesn't say, at least for public consumption, that it wants an organization flexible enough to adjust quickly to changing market conditions, lean enough to beat any competitor's price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
19 of 21 people found the following review helpful
Format:Paperback
I highly recommend this easy-to-study book to anyone related with business and interested in management. Open-minded people will gain more, but all will broaden their horizons. Ask from your colleagues, employees, managers, friends, to read it ... and then take actions. It is a book that may motivate you to rethink of your business, to radically improve the way you work, to reengineer your organization and lead it to success. At this point I would like to mention that although I am not a fun of static & strictly defined processes given the dynamic and complex business environment, I still believe that processes is of outmost importance to most organizations, thus I highly recommend this book.
Most Helpful Customer Reviews on Amazon.com (beta)
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49 reviews
34 of 40 people found the following review helpful
Good Summary of the Benefits of Fresh Thinking
3 Feb 1999
Format:Paperback
This book's subject is the popularized version of the business concept of management process design. Making that concept more accessible is a very useful contribution. The downside of this book is that many people have assumed that it teaches you everything you need to know to do management process design, or to reengineer key processes. That, alas, is not true. If you find the subject of process design or reengineering to be of interest, I suggest that you first read James Champy's excellent book, REEENGINEERING MANAGEMENT. That book is a good template for how to make any beneficial change in an organization, including reengineering. Then, if you want to get fired up to make major changes, use REENGINEERING THE CORPORATION as a way to create passion about the subject for yourself. But do remember, you may not even have all the processes you need, so reengineering is not the only answer. For example, what is the management process that your company uses to improve its stock market valuation? If you are like most, you do not even have an effective process for stock price enhancement. So be sure to see if you have processes where they will do you the most good.
16 of 19 people found the following review helpful
Some great ideas, but not thoroughly thought-out
6 April 2004
Format:Paperback
This book has some great ideas, particularly the idea to take a fresh look at processes. For any established process, it's likely that enough has changed since the process was born that the process is no longer the best way to get from the beginning to the result. This book is well written and easy to read and the examples are especially useful in illustrating the major benefits of reengineering.
Unfortunately, many of points are not as well-thought out. For example, the book advocates building teams around discrete processes but fails to realize that this just moves companies from horizontal silos to vertical silos. These vertical silos cause different but still serious problems. Also, the book mentions the critical role of Information Technology, but fails to realize that they can often lead reengineering efforts because if they have a solid knowledge of the business and new technologies they are in the best position to see the new possibilities. Another confusing area is that book indicates certain problems that should be overcome in an initial reengineering project such as functional departments and lack of understanding of reengineering continue to be problems for subsequent reengineerings.
Many of the questions that are not answered in this book are answered in John Case's "Open-Book Management". Open-Book Management and Reengineering have many things in common including empowered workers, performance measured by results, and coaching managers, but Open-Book management does a much better job of explaining what really drives these changes and how they can best be aligned.
13 of 15 people found the following review helpful
Though old concepts, it is an easy read and a solid tool.
27 July 1997
Format:Paperback
"Reengineering the Corporation" was THE management book for the early to mid 90's. Many companies, including my own, adopted the Reengineering philosophy. The book implants basic management principles of process redesign. Specifically, the book encourages business leaders to examine their core processes (e.g. the order fulfillment process). Then, starting with a clean sheet of paper, the book encourages a redesign of those processes to their maximum efficiency. A critical theme throughout the book was employee ownership of processes.
In fairness to those that have been involved in process redesign, Hammer and Champy's book does not introduce new management concepts. Rather, it packages the process redesign concept very nicely.
The book is a very easy read, including many examples of companies that have successfully reenginered core processes.
I would recommend this book to two groups. If you are a manager unfamiliar with process redesign or Total Quality Management, I would recommend this book for you. If you are a student studying business, I would strongly recommend this book. As an MBA student, I have used quotes from this book on numerous occasions.
On a final note, James Champy does admit in a later publication, that reengineering has failed in many companies (Reengineering Management). But, the concepts are sound and the examples are moving.
Overall, it is a solid business tool.
Reviewed by Jay A. Goklani
In fairness to those that have been involved in process redesign, Hammer and Champy's book does not introduce new management concepts. Rather, it packages the process redesign concept very nicely.
The book is a very easy read, including many examples of companies that have successfully reenginered core processes.
I would recommend this book to two groups. If you are a manager unfamiliar with process redesign or Total Quality Management, I would recommend this book for you. If you are a student studying business, I would strongly recommend this book. As an MBA student, I have used quotes from this book on numerous occasions.
On a final note, James Champy does admit in a later publication, that reengineering has failed in many companies (Reengineering Management). But, the concepts are sound and the examples are moving.
Overall, it is a solid business tool.
Reviewed by Jay A. Goklani
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